Model for the leadership of consulting team – G7.2007
PRESENTATION
PRESENTATION
OF THE G7 TEAM
OF THE G7 TEAM
Team-members
Team-members
:
:
TRUNG KHANH - HONG DUONG – MINH KHANH – XUAN DAO
TRUNG KHANH - HONG DUONG – MINH KHANH – XUAN DAO
QUANG HUY – THANH KHOA – DONG GIANG
QUANG HUY – THANH KHOA – DONG GIANG
Ho Chi Minh city, December 23
Ho Chi Minh city, December 23
rd
rd
2007
2007


Model for Leadership of Consulting Teams
Model for Leadership of Consulting Teams


G7 TEAM


G7 MISSION


Build up the effective model for leadership
Build up the effective model for leadership
of consulting team
of consulting team


G7 OBJECTIVES

Pass the examination
Pass the examination

Share knowledge and experiences among team
Share knowledge and experiences among team
members
members

Practice theoretical issues
Practice theoretical issues

Build relationships
Build relationships

Create preliminary foundation for management
Create preliminary foundation for management
consulting team
consulting team


Model for the leadership of consulting team – G7.2007

LEADERSHIP
LEADERSHIP
What is leadership in consulting team?
What is leadership in consulting team?

Leadership is to influence the others
Leadership is to influence the others
so that they will be willing to do what
so that they will be willing to do what
the team wants to achieve
the team wants to achieve




Model for the leadership of consulting team – G7.2007
PROPOSED APPROACH & METHODOLOGY
PROPOSED APPROACH & METHODOLOGY



Assumptions about human nature
Assumptions about human nature



Psychological contracts
Psychological contracts




Team-working
Team-working



Profile of Leadership Personality
Profile of Leadership Personality



Leadership styles
Leadership styles



Motivation
Motivation
MODEL FOR THE LEADERSHIP OF CONSULTING TEAMS
MODEL FOR THE LEADERSHIP OF CONSULTING TEAMS


Model for the leadership of consulting team – G7.2007
ASSUMPTIONS ABOUT HUMAN NATURE
ASSUMPTIONS ABOUT HUMAN NATURE
Theory Y Assumption for team-member
Theory Y Assumption for team-member
HUMAN NATURE
ASSUMPTION
Theory Y

Self
motivated
Self
develop
Core
values


Model for the leadership of consulting team – G7.2007
ASSUMPTIONS ABOUT HUMAN NATURE
ASSUMPTIONS ABOUT HUMAN NATURE
Theory Y Assumption for team-member
Theory Y Assumption for team-member

Core values: Knowledge, quality, perfection,
Core values: Knowledge, quality, perfection,
responsibility, discipline and conscientious
responsibility, discipline and conscientious

Self-motivation: by challenge and satisfied with success
Self-motivation: by challenge and satisfied with success

Self-development: compete with themselves to improve
Self-development: compete with themselves to improve
and develop
and develop


Model for the leadership of consulting team – G7.2007
Self – Colleagues

Self – Colleagues

Understanding profile of each other
Understanding profile of each other

Empathize, respect and support mutually
Empathize, respect and support mutually

One team – one vision
One team – one vision
PSYCHOLOGICAL CONTRACTS
PSYCHOLOGICAL CONTRACTS
Team - Client
Team - Client

ENFP Approach to Client
ENFP Approach to Client

Benefit to Client is Team’s objective
Benefit to Client is Team’s objective

Everyone win : member, team and client
Everyone win : member, team and client


PSYCHOLOGICAL CONTRACTS
Team
Client
Self
WIN

One
vision
C’s Benefit is
T’s objective
ENFP
approach
Tri-bilateral
Tri-bilateral


Model for the leadership of consulting team – G7.2007
TEAM-WORKING
TEAM-WORKING
Values
Participation
Communication
Decision Making
Ground Rules


Model for the leadership of consulting team – G7.2007
BIG FIVE FACTORS
BIG FIVE FACTORS

Openness
Openness
Explorer
Explorer
O+
O+


Conscientiousness
Conscientiousness
Focused
Focused
C+
C+

Extraversion
Extraversion
Extravert
Extravert
E+
E+

Agreeableness
Agreeableness
Adapter
Adapter
A+
A+

Neuroticism
Neuroticism
Resilient
Resilient
N-
N-
PROFILE OF LEADERSHIP PERSONALITY
PROFILE OF LEADERSHIP PERSONALITY



Model for the leadership of consulting team – G7.2007
BIG FIVE FACTORS
BIG FIVE FACTORS
PROFILE OF LEADERSHIP PERSONALITY
PROFILE OF LEADERSHIP PERSONALITY
PROFILE OF
PERSONALITY

Explorer +
O
E A
C
N

Resilient -

Adapter +

Focused +

Extravert +


Model for the leadership of consulting team – G7.2007
LEADERSHIP STYLES
LEADERSHIP STYLES
New Leader style
New Leader style


Trait-spotting: right personality, appearance, voice
Trait-spotting: right personality, appearance, voice

Style-counseling: inspirational, visionary, risk taker
Style-counseling: inspirational, visionary, risk taker

Context-fitting: flexible, adaptable, proactive, creative
Context-fitting: flexible, adaptable, proactive, creative
and anticipate future change
and anticipate future change


Model for the leadership of consulting team – G7.2007
LEADERSHIP STYLES
LEADERSHIP STYLES
New
New
Leader
Leader

Trait-spotting

Self-counseling

Context-fitting


Model for the leadership of consulting team – G7.2007
EXTERNAL

EXTERNAL
Goal-setting theory
Goal-setting theory

Challenging goals
Challenging goals

Specific goals
Specific goals

Participation
Participation

Knowledge of results
Knowledge of results
MOTIVATION
MOTIVATION
INTERNAL
INTERNAL
Motivator factors
Motivator factors

Achievement
Achievement

Self-development
Self-development

Creativity
Creativity


Relationships
Relationships


Model for the leadership of consulting team – G7.2007
MOTIVATION
MOTIVATION
re
C
S
K
P
A
R
C
S
nowledge
of results
hallenging
goals
pecific
goals
articipation
chievement
elationships
reativity
elf
development



Model for the leadership of consulting team – G7.2007
MODEL FOR EFFECTIVE CONSULTING TEAM LEADERSHIP
HUMAN NATURE
ASSUMPTION
PSYCHO-
LOGICAL
CONTRACTS
PROFILE OF
PERSONALITY
MOTIVATION
LEADERSHIP
STYLES
Self – Colleagues
Trait-spotting
Style-Counseling
Context-Fitting
Core values - Self-motivated - Self-develop
Team – Client
New Leader
Motivator
Factors
Theory Y
Tri-bilateral
EFFECTIVE
LEADERSHIP
O C E A N
+ + + + -
TEAM
WORKING

Value
Participation
Communication
Decision Making
Ground rules
Goal-setting


Model for the leadership of consulting team – G7.2007
ACKNOWLEDGEMENTS
ACKNOWLEDGEMENTS

Prof Dr. JOE NASON
Prof Dr. JOE NASON

G7 team-members
G7 team-members

MBA-IMC Intake 2 colleagues
MBA-IMC Intake 2 colleagues
Thank You
Thank You